Day 1: Stakeholder Map and Information Needs

Identifying Practical Stakeholders

• List influencing and affected parties
• Distinguish stakeholders from broad public audiences
• Define important dependency relationships
• Create an initial stakeholder register

Influence and Position

• Assess group ability to influence outcomes
• Classify current support hesitation or opposition
• Estimate level of interest in issue
• Create an influence-interest matrix

Information and Relationship Needs

• Define group knowledge/discussion needs
• Identify interests concerns and expectations
• Assess current trust and relationship history
• Form a communication hypothesis per group

Day 2: Messaging, Engagement, and Relationship Building

Strategic Message Architecture

• Define core meaning around the issue
• Connect message with real stakeholder interests
• Select credible supporting evidence
• Adapt detail levels across groups

Choosing Engagement Level

• Separate informing consulting involving and partnering
• Match engagement to stakeholder influence/role
• Avoid symbolic participation with no influence
• Design one meeting or engagement channel

Managing Practical Commitments

• Record commitments and responsible owners
• Set follow-up timing and closure dates
• Connect stakeholder promises to accountable teams
• Prevent commitments being lost between meetings

Day 3: Execution, Measurement, and Relationship Review

Stakeholder Communication Plan

• Define audience objective and message
• Choose channel spokesperson and timing
• Sequence interactions across a period
• Assign ownership for every engagement

Applied Relationship Measures

• Measure understanding trust and participation
• Track open and closed commitments
• Observe changes in position over time
• Choose evidence that can guide action

Stakeholder Meeting Simulation

• Prepare for a hesitant stakeholder
• Manage concerns questions and dialogue
• Confirm commitments and next steps
• Review communication impact on the relationship

• Influence-interest mapping around organizational issues with uneven stakeholder power
• Message and engagement exercises adapted to each group current position
• Commitment registers connecting communication with accountable follow-up
• A simulated meeting with a hesitant stakeholder and structured review